The Salvation Army - Central Oklahoma Area Command
1001 N Pennsylvania Avenue
Oklahoma City OK 73107
Tax Exempt Status Public Supported Charity
Organization Does Business As (DBA) Name(s)
Organization DBA
The Salvation Army Central Oklahoma Area Command
Mission Statement The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.
Young volunteers preparing the evening meal in the Red Shield Diner
Contact Information
Contact Name Traci Jinkens
Contact email
Address 1001 N Pennsylvania Avenue
Oklahoma City, OK 73107
Phone (405) 246-1109
Fax 405-218-2209
County Oklahoma
Alternate Phone 405 246-1109
How to Give
Donate with Credit Card
Donate to Endowment
Other ways to donate, support or volunteer
Checks/money orders/cash may be mailed to:
The Salvation Army Central Oklahoma Area Command
Attn: Development Department
1001 N Pennsylvania Avenue
Oklahoma City, OK 73107.
Credit card donations may be made over the phone by contacting The Salvation Army's Development Department at 405-246-1109.
In-kind donations of furniture, clothing, appliances, etc. may be made to The Salvation Army's Adult Rehabilitation Center by calling 405-236-3677.
Volunteer opportunities abound at The Salvation Army's Center of Hope. For more information about the following opportunities, please contact Liz Banks at 405-246-1107.
Red Shield Diner - provide, prepare, and serve the evening meal.
Client Choice Food Pantry - assist clients in selecting their groceries as they come in for food assistance.
Hope Gardens - adopt a garden bed with all produce feeding into the Client Choice Food Pantry and Red Shield Diner.
The Salvation Army Boys & Girls Club - after school tutors, coaches, educational classes, entertainment, craft time.
Disaster Relief - assist on various disasters/emergencies when The Salvation Army is called.
Financial Summary
Projected Revenue $10,099,510.00
Projected Expenses $10,099,510.00
History and Background
Former Names
Supported Organization The Salvation Army Central Oklahoma Area Command
Year Founded 1865
IRS Ruling Year 1955
State Registration Expiration Jan 2019
Mission The Salvation Army, an international movement, is an evangelical part of the universal Christian Church. Its message is based on the Bible. Its ministry is motivated by the love of God. Its mission is to preach the gospel of Jesus Christ and to meet human needs in His name without discrimination.
William Booth embarked upon his ministerial career in 1852, desiring to win the lost multitudes of England to Christ. He walked the streets of London to preach the gospel of Jesus Christ to the poor, the homeless, the hungry, and the destitute. Booth abandoned the conventional concept of a church and a pulpit, instead taking his message to the people. He traveled throughout England, conducting evangelistic meetings. His wife, Catherine, could accurately be called a cofounder of The Salvation Army.
The Salvation Army movement expanded rapidly to the U.S., Canada, Australia, France, Switzerland, India, South Africa, Iceland, and local neighborhood units. The Salvation Army is active in virtually every corner of the world.
The Salvation Army provides food, shelter, emergency aid and relief to millions around the world.
The Salvation Army's Center of Hope officially opened its doors in September 2014 and we have seen an increase in individuals needing our services. Our Client Choice Food Pantry managed over 1.04 million pounds of food which benefited 19,000 households last year. Our Red Shield Diner increased its capacity from 80 - 160 and serves up a hot, nutritious meal each night, 365 days of the year. On average, the diner feeds 500-700 daily. Our Emergency Shelter provides a warm, safe place to individuals and families who find themselves in need of a place to stay overnight due to homelessness. Our shelters sleep 52 single men, 12 single women and 13 families (a total of 109 beds). Annually, The Salvation Army Central Oklahoma Area Command assists 183,000 individuals.
Current needs for The Salvation Army Central Oklahoma include:
  1. Monies to support ongoing programs and services
  2. Buses, vans to replace aging fleet
  3. Volunteers with a heart and passion for ministry
  4. Donations of food for pantry
  5. Barbers/stylists who would be willing to donate their time and talent to take care of individuals and families residing in our shelter 
CEO/Executive Director Statement

Area Served
Area Served
Geographic Area Served
Canadian County
Central Oklahoma
Cleveland County
El Reno
Midwest City/Del City
Nichols Hills
Oklahoma City
Oklahoma City - downtown
Oklahoma City - East
Oklahoma City - North
Oklahoma City - NE
Oklahoma City - NW
Oklahoma City - South
Oklahoma City - SE
The Salvation Army of Central Oklahoma serves Canadian, Cleveland, and Oklahoma counties.
Service Categories
Secondary Organizational Category Housing, Shelter/Homeless Shelters
Tertiary Organizational Category Youth Development/Boys and Girls Clubs (Combined)
Social Services provides food and grocery assistance, utility bill assistance, burial expense assistance, clothing assistance, disaster recovery services, seasonal needs like winter coats and summer box fans, transportation services, agency referrals and emergency shelter.
Population Served Poor,Economically Disadvantaged,Indigent Homeless Elderly and/or Disabled
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
Each month, approximately 2,500 families receive emergency food assistance, allowing them to stretch their budget further. In an average month, 173 receive utility assistance, 35 received bus tokens, 118 receive coats and 1,313 receive persona comfort kits (shampoo, soap, feminine items, etc).
The Salvation Army is also addressing human trafficking through its shelter programs, social services and Corps Family Center by having volunteers reach out to and give personal hygiene kits to prostituted persons in OKC in an effort to be a trusted resource for them and to help them escape that lifestye. In a recent block party for that neighborhood, more than 350 attended.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
One the goals is to prevent homelessness, so providing two weeks of groceries, assistance with cut-off notices and other emergency needs helps keep families and the elderly in their own homes.
In a client survey, the services provided helped clients avoid homelessness. In a voluntary client survey:
* 97 percent said they are able to better care for themselves through our programs
* 91 percent reported that without our assistance, they would not be able to afford basic necessities
* 75 percent reported they still reside in their homes six months after receiving services from The Salvation Army
* 83 percent they said gained access to needed resources from The Salvation Army
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
Success is monitored through voluntary client surveys, statistical reporting and reports from caseworkers. In addition, results are monitored through client intake questions, follow up phone interviews.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
In 2011, 2000 families were enrolled in the Angel Tree Christmas Assistance Program with total persons served at 11,023. Grocery orders provided equaled 2000 during Christmas assistance.
Total persons served during FY 2011 in social services was 70,409. Of that, 27,203 received grocery orders, 14,993 clothing items were given, 4,692 hygiene kits were given, 22,480 transportation tokens or rides were given, and 3,043 households were granted utility assistance.
Since 1905, The Salvation Army Central Oklahoma has provided emergency shelter to those affected by the inability to pay for permanent housing or find affordable housing. The goal of our Men's, Women's, and Family Shelters is to meet the basic need of those who are homeless by providing a safe environment off the streets. The Shelter program addresses both homelessness and hunger by providing a place to stay while assisting the homeless in making progress toward permanent housing while also keeping hungry people from becoming homeless by providing daily meals.
Population Served Homeless At-Risk Populations Hispanic, Latino Heritage
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
Short term successes include having clients feel safe and having their needs met, as well as developing an action plan while having children in our shelter be able to continue schooling uninterrupted. In quarterly client surveys, 87 percent of shelter clients received case management, 90 percent felt they were respected, and 97 percent felt safe. 100 percent of children were able to continue schooling.
Those staying in the shelter had 50,155 heathy meals served to them, and an additional 357 nights of shelter were provided to non-shelter residents on cots during weather emergencies. Overall, 28,573 nights of shelter were given in 2011.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
Long term successes are to provide safe temporary housing with 44 men's beds and 54 women and family shelter beds. According to client quarterly surveys, 52 families representing 156 people moved from our shelter to permanent or transitional housing, 178 single individuals moved to housing an 89 percent said their lives were better after staying in our shelter than before they arrived. In addition, 89 percent said they felt their lives had improved.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
Programs are monitored through quarterly client surveys, staff reports, statistical reporting, intake questions and follow up phone interviews when possible.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
According to client surveys and statistical reporting, The Salvation Army provided 28,573 nights of shelter to those in need. In 2011, 127,358 meals were provided for the shelter, seniors and shut-ins. Of those staying, 28 percent moved from shelters to housing and 89 percent of clients said they felt their life had improved since first entering the shelter.
The Salvation Army Boys & Girls Club of Oklahoma City enables youth to reach their full potential academically, physically, socially and spiritually by providing a safe, constructive and enjoyable environment. The Club implements five key elements for positive development:
1. Fun
2. A place for supportive relationships
3. Kids are given opportunities and expectations
4. It must be a safe environment
5. Recognition of even smallest accomplishments.
The club offers character development, education development, sports and fitness, arts, health and life skills, as well as music programs and spiritual support.
Population Served Children and Youth (0 - 19 years) At-Risk Populations General/Unspecified
Program Short-term SuccessHelpDescription of short-term achievement(s) or improvement(s) that will result from this program.
Short term successes are that the Club provides a safe environment and that daily attendance has increased. Children who attend the Club have combined 20,000 hours of stuctured physical activity, 50% are active in club at least 1 day a week, at least 1000 hours are spent in non-homework educational activity and 1000 hours are spent in arts or computer technology.
Program Long-term SuccessHelpDescription of the ultimate change(s) that will result from this program. This may be far into the future or represent an ideal state.
In 2011, 52% o kids ages 6-18 wer African-American, 25% Caucasian, 13% Hispanic, 5% multiracial, 4% Native American, 1% Asian. Of those attending, 50% come from single-parent homes and over 90% receive free/reduced lunch at school. Long-term successes include increased exposure to music and arts, increased participation in Club's sports programs, more activities for teens, decreased behavior problems, improved GPA.
100% attend Power Hour (homework time), 100% have C or higher GPA, 75% participate in structured sports and the number of teens served is double.
Program Success MonitoringHelpDescription of the tools used to measure or track program impact.
Program success is monitored through monthly statistical reporting, club surveys online and on paper, club feedback boxes, staff visits to neighboring schools, voluntary collection of report cards, parent evaluations twice a year, enrollment sheets.
Examples of Program SuccessHelpSpecific examples of changes in behaviors or testimonies of changes that demonstrate program success.
Program successes include increased participation in The Salvation Army's Boys & Girls Club computer labs, sports programs, arts and music programs, educational programs and summer day camp programs. Expected attendance for 2012-13 is 1,000 attendees. Over 3,000 hours of homework help was given in 2011, kids logged 42,000 hours  of physical activity, engaged in 600 hours of art, music and photography, and over 10,000 healthy snacks and meals were served in the last 6 months of 2011. Over 80 percent of kids who attend come two to three times a week.
Disaster Programs
When natural or man-made disasters occur, The Salvation Army of Central Oklahoma responds immediately with mobile feeding canteens to provide water, drinks, food and spiritual care to both victims and first responders. The disaster program also provides shelter, donation management, disaster case management, clean up and reconstruction and emotional and spiritual care on the local, regional, national and international level.
Our services are adapted to the specific needs of individuals and communities, and are scalable according to the magnitude of the disaster. Locally, The Salvation Army responded to the OKC Bombing, countless tornado damage sites, flooding, wildfires, the I-40 bridge collapse and more.
CEO/Executive Director
CEO/Executive Director Thomas McWilliams
Start Date Nov 2017
Undergrad – University of Southern Mississippi

Masters of Divinity

Doctorate of Ministry (Gordon-Conwell Theological Seminary)

Previous Appointments:

Mt. Airy, NC

Sumter, SC

Spartanburg, SC

Jackson, MS

Palm Beach Co., FL

Jacksonville, FL

Author, “Rising Above the Waves” being published, 2018 release

Senior Staff
Ginny GrayAccounting Manager
Traci JinkensDirector of Development
Jeff LaraDirector of Operations/Programs
Demetre WattsDirector of Social Services Ministry
Number of Full-time Staff 50
Number of Part-time Staff 30
Number of Contract Staff 0
Number of Volunteers 11655
Staff Retention Rate 81
Are professional development opportunities provided? Yes
Does CEO/Executive Director have formal evaluations? N/A
Management reports to board? N/A
Organizational Plans
Fundraising Plan Under Development
Policy against commission-based compensation for fundraising consultant Yes
Communication Plan Under Development
Strategic Plan Under Development
Number of Years Strategic Plan Considers 5
Date Strategic Plan Adopted Oct 2009
Management Succession Plan No
Organization Policies and Procedures Under Development
Government Licenses
Is your organization licensed by the government (federal, state and/or local)? No
Board Chair
Name Mr. Hans Herman Thun III
Company Affiliation Hans Herman's Tailors
Term Jan 2017 to Dec 2018
Board of Directors
List Current as of Jan 22, 2018
Board of Directors List
Dean Blevins News 9Voting
Clytie Bunyan The OklahomanVoting
Chris Cotner Cotner Law GroupVoting
John Dobson Thom-Dobson Womack Inc.Voting
Jay Engelbach Engelbach Roberts & Co.Voting
James Farris James Farris AssociatesVoting
Ryan Frace Integrative Health PartnersVoting
Pete Hammett OG&E Energy CorpVoting
Gary Moore Real Estate entrepreneurVoting
Dana Murphy OK Corporation CommissionerVoting
Tom Phillips TS Phillips InvestmentsVoting
Mark Selvidge RetiredVoting
Bob Sullivan NAI SullivanVoting
Rob Teel Board of County CommissionersVoting
Hans Thun IIIHans Herman's TailorsVoting
Bradley Traynor First Fidelity BankVoting
Jill Walker Maccini Construction vice presidentVoting
Rod Whitson Vistage WorldwideVoting
Denver Woolsey Dolese RetiredVoting
Board Demographics - Gender
Male 17
Female 3
Board Term Lengths 3 years
Percentage of Board Making Monetary Contributions to the Organization 100 %
Percentage of Board Making In-Kind Contributions to the Organization 100 %
Board Orientation Yes
Constituency Includes Client Representation Yes
Written Board Selection Criteria? No
Standing Committees
Development / Fund Development / Fund Raising / Grant Writing / Major Gifts
Program / Program Planning
Strategic Planning / Strategic Direction
Current Fiscal Year
Fiscal Year Oct 01, 2017-Sept 30, 2018
Current Year Budgeted Total Income $10,099,510
Current Year Budgeted Total Expenses $10,099,510
IRS Letter of Determination
Prior Three Years' Financial History
Revenue and ExpensesHelpFinancial data for prior years is entered by foundation staff based on the documents submitted by nonprofit organizations.Foundation staff members enter this information to assure consistency in the presentation of financial data across all organizations.
Fiscal Year201620152014
Total Revenue$7,353,887$7,644,492$7,100,861
Total Expenses$7,403,888$8,116,966$6,815,259
Revenue Less Expenses($50,001)($472,474)$285,602
Revenue SourcesHelpThe financial analysis involves a comparison of the IRS Form 990 and the audit report (when available) and revenue sources may not sum to total based on reconciliation differences. Revenue from foundations and corporations may include individual contributions when not itemized separately.
Fiscal Year201620152014
Foundation and
Corporation Contributions
Government Contributions$94,415$147,928$227,436
Individual Contributions------
Investment Income, Net of Losses------
Unrealized Gain/Loss------
Membership Dues------
Special Events------
Revenue In-Kind------
Expense Allocation
Fiscal Year201620152014
Program Expense$6,015,900$6,651,392$5,216,892
Administration Expense$534,054$704,892$627,720
Fundraising Expense$853,934$762,682$970,647
Payments to Affiliates------
Total Revenue/Total Expenses0.990.941.04
Program Expense/Total Expenses81%82%77%
Fundraising Expense/Contributed Revenue69%60%71%
Assets and Liabilities
Fiscal Year201620152014
Total Assets$1,507,131$1,441,528$1,898,128
Current Assets$1,266,824$1,186,521$1,608,405
Long-Term Liabilities------
Current Liabilities$376,314$260,710$242,836
Total Net Assets$1,130,817$1,180,818$1,655,292
Short Term Solvency
Fiscal Year201620152014
Current Ratio: Current Assets/Current Liabilities3.374.556.62
Long Term Solvency
Fiscal Year201620152014
Long-Term Liabilities/Total Assets0%0%0%
Funding Sources
Top Funding Sources
Fiscal Year201620152014
Top Funding Source & Dollar AmountContributions $5,753,257Contributions $6,063,953Contributions $5,562,703
Second Highest Funding Source & Dollar AmountIndirect Public Support $1,151,617Indirect Public Support $1,116,370Indirect Public Support $1,132,903
Third Highest Funding Source & Dollar AmountOther $354,598Govt - Unspecified $147,928Govt - Unspecified $227,436
Endowment? Yes
Endowment Spending Policy Percentage
Endowment Spending Policy Percentage (if selected) 5 %
Credit Line? No
Reserve Fund? Yes
Capital Campaign
Currently in a Capital Campaign? No
Capital Campaign Anticipated in Next Five Years? No
Comments on Financials
Foundation Staff Comments
The Form 990's is for the national organization, while the audited financials is for the local chapter.  Therefore, all prior year financial information is from the audited financial statements.

Contributions may include foundations and corporations when the breakout was not available.

The financial information presented is obtained from the following sources: IRS Form 990, independent audit reports, financial statements – board approved when available, and supplemental information from the organization. We do not warrant or guarantee the timeliness, errors or inaccuracies. With respect to information regarding financial performance, nothing on this website should be interpreted as a statement or interpretation by OCCF staff.

Organizations with a GiveSmartOKC profile are responsible for updating information annually within 45 days following the end of their fiscal year.

Address 1001 N Pennsylvania Avenue
Oklahoma City, OK 73107
Primary Phone 405 246-1109
Give with Credit Card
Give to Endowment
CEO/Executive Director Thomas McWilliams
Board Chair Mr. Hans Herman Thun
Board Chair Company Affiliation Hans Herman's Tailors


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